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Palliser Sale Marks End of an Era for Canadian Furniture Manufacturing

Palliser Studio. Photo: Palliser Furniture

For more than eight decades, Palliser Furniture occupied a rare position in Canadian retail.

The Winnipeg-based manufacturer grew into one of the country’s best-known furniture brands, supplied retailers across North America and became one of the few furniture makers recognized by consumers from coast to coast. Founded in 1944 by the DeFehr family, the company built a reputation for upholstered furniture, leather seating, recliners and motion furniture while establishing long-standing relationships with furniture retailers across Canada.

That era has now come to an end.

Palliser was acquired by MotoMotion in a transaction completed May 29, ending more than 80 years of family ownership and marking one of the most significant developments in Canada’s furniture industry in recent years. The acquisition places a historic Canadian manufacturer under new ownership at a time when retailers, manufacturers and consumers are paying renewed attention to Canadian-made products.

The transaction also follows a challenging period for the company, with some retailers seeking greater clarity on outstanding customer orders, product availability and the future direction of the Palliser brand.

A Company Built Through Retail Relationships

Palliser’s growth was closely tied to independent furniture retailers.

Across Canada, dealers carried Palliser products for decades, helping establish the company as a major presence in the upholstered furniture category. Many retailers viewed the company as a dependable Canadian supplier with a broad product assortment that appealed to a wide range of consumers.

At its height, Palliser employed roughly 2,000 people and was widely regarded as one of North America’s leading manufacturers of made-to-order leather furniture. The company became particularly associated with motion seating, recliners, home theatre seating and customized upholstery programs that helped differentiate it from many competitors.

The company also developed Palliser Studio concepts with select dealers, creating dedicated branded spaces within furniture stores and further strengthening its retail presence.

That history helps explain why the acquisition has attracted attention throughout the industry. Canada has seen its domestic furniture manufacturing base shrink over several decades as producers faced rising costs, import competition, labour pressures and changing trade conditions. While many manufacturers reduced their footprint or disappeared altogether, Palliser remained one of the country’s largest and most visible furniture companies.

Its sale therefore carries significance beyond a single corporate transaction. It reflects broader changes taking place across North American manufacturing and raises questions about the future of Canadian furniture production.

Palliser Studio. Photo: Palliser Furniture

Warning Signs Emerged Before the Acquisition

Industry sources told Retail Insider that delivery delays, communication challenges and uncertainty surrounding order status had become increasingly noticeable in the months leading up to the acquisition.

For furniture retailers, those issues can quickly affect customers. Many products are sold on a made-to-order basis, with delivery timelines often extending weeks or months. When suppliers encounter disruptions, retailers are frequently left managing customer expectations while waiting for updated information.

Some dealers have been seeking clarity regarding outstanding customer orders, future production timelines and the level of support available under the company’s new ownership structure.

Earlier this year, industry reports indicated that Palliser had experienced liquidity challenges that affected supplier payments and disrupted raw material flows, contributing to production and delivery delays.

Industry sources also pointed to leadership changes and broader operational challenges in recent years as factors that may have complicated the company’s ability to navigate a difficult market. While tariffs and trade pressures played a role in the company’s recent challenges, sources familiar with the sector said some of Palliser’s issues appeared to predate the most recent tariff pressures.

The acquisition is therefore being viewed through two lenses. The first is the long-term significance of an iconic Canadian manufacturer changing hands. The second is the practical reality facing retailers who are focused on customer orders, inventory planning and the stability of a major supplier.

Photo: Palliser Furniture

Anti-Dumping History Adds Another Layer

The ownership change also carries an unusual trade-policy dimension.

Palliser was among the Canadian manufacturers that pushed for anti-dumping measures on upholstered domestic seating imported from China and Vietnam. The case led to duties intended to protect Canadian manufacturers from lower-priced imports that were found to be injuring domestic producers.

That history makes the company’s sale to MotoMotion especially notable within the furniture industry. Palliser had been one of the Canadian manufacturers seeking protection from Asian imports, and it is now owned by a China-headquartered company with deep roots in furniture components and motion technology.

It reflects how complicated the furniture business has become. Canadian manufacturers have relied on trade remedies to protect domestic production while also operating within global supply chains involving components, materials and offshore manufacturing. Palliser’s acquisition sits directly within that tension.

Manitoba Connection Remains Significant

The sale carries particular significance in Manitoba, where Palliser’s history has been deeply intertwined with the province’s manufacturing sector.

In August 2025, the Manitoba government approved a $15 million loan guarantee connected to Lexington Real Estate Holdings Ltd., a company controlled by Arthur DeFehr, whose family founded Palliser. The support was intended to help protect manufacturing jobs during a period of economic and trade-related pressure.

Several months later, Palliser announced layoffs and manufacturing adjustments as it responded to tariff pressures and changing production needs.

The company’s headquarters, leadership and manufacturing heritage have been tied to Winnipeg for generations, making the acquisition especially notable within the province.

EQ3 store on King St. E. in Toronto. Photo: Dustin Fuhs/6ix Retail

EQ3 Remains Separate

One point of confusion following the acquisition has involved EQ3, which remains a separate business and was not included in the MotoMotion transaction.

While Palliser and EQ3 share historical connections through the DeFehr family, EQ3 continues to operate independently.

Public reports have also indicated that Winnipeg will remain an important centre for product development, design, sales, marketing and customer service functions associated with the Palliser brand.

What remains less clear is how Palliser’s manufacturing footprint may evolve under MotoMotion ownership. The company has operated production facilities in both Canada and Mexico, and retailers will be watching closely for any changes that could affect lead times, product availability, warranty support and dealer services.

A Global Industry Meets a Canadian Legacy Brand

MotoMotion’s acquisition of Palliser reflects the increasingly global nature of the furniture business. The company has been a long-time supplier of motion mechanisms and related components used in reclining furniture, giving it an established relationship with Palliser prior to the acquisition. The transaction gives MotoMotion control of a recognized North American brand with a long history, established dealer relationships and significant market presence.

For retailers, however, the focus remains less on ownership structures and more on operational questions. Dealers want to know how existing orders will be handled, what future production will look like and how the company plans to support its retail partners moving forward.

Those questions are likely to shape perceptions of the acquisition far more than the transaction itself.

What the Sale Says About Canadian Furniture Manufacturing

The Palliser story arrives at a moment when many consumers are actively seeking Canadian-made products.

Furniture retailers across the country have reported increased interest in domestic manufacturing, particularly as trade tensions and economic uncertainty have encouraged some shoppers to look closer to home.

At the same time, manufacturing furniture at scale in Canada has become increasingly difficult. Companies face higher labour costs, rising material costs, skilled labour shortages and intense competition from imported products.

That tension sits at the centre of Palliser’s story.

The sale illustrates the pressures facing even long-established manufacturers and highlights how global supply chains continue to reshape industries that were once dominated by domestic producers.

For retailers, the immediate concerns are operational. For the broader industry, the transaction raises a larger question about the future of Canadian manufacturing and the role that Canadian-owned brands will play in an increasingly global marketplace.

Photo: Palliser Furniture

Looking Ahead

The next chapter for Palliser will be watched closely by retailers, suppliers, employees and customers.

If MotoMotion can strengthen operations, improve communication and stabilize production, the acquisition could provide Palliser with additional resources and long-term support. If uncertainty continues, retailers may look to diversify their supplier relationships and shift business toward other manufacturers.

Regardless of how the transition unfolds, the sale marks a historic moment for Canadian furniture manufacturing.

For more than 80 years, Palliser was one of the country’s most recognizable furniture companies. The brand remains in place, but its future will now be written under new ownership.

Retail Insider contacted Palliser seeking comment regarding the acquisition, manufacturing operations, outstanding dealer orders and retailer concerns. No response was received by publication deadline.

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Empire Co. Ltd. CEO Charts Growth Strategy with Discount Focus

FreshCo store at Parliament & Dundas in Toronto (Image: Dustin Fuhs)

Empire Co. Ltd. is making a significant bet on the future of discount grocery retailing in Canada.

The parent company of Sobeys, Safeway, FreshCo, Farm Boy and IGA plans to open 70 new stores over the next three years, with more than three-quarters of those locations expected to operate under discount banners. The move comes as Canada’s major grocers continue to invest heavily in discount formats, reflecting a consumer environment where price remains a major factor in purchasing decisions.

The expansion plan, announced alongside the company’s fourth-quarter and fiscal 2026 results, provides one of the clearest indications yet of the direction President and Chief Executive Officer Pierre St-Laurent intends to take the company as it enters a new phase of expansion.

“We have a lot of room to grow in discount, without cannibalization of our network,” St-Laurent said during the company’s earnings conference call.

Empire plans to open more than 20 stores during fiscal 2027 alone. The company also expects to complete approximately 90 real estate projects annually through a combination of new stores, renovations and conversions, representing a roughly 25 per cent increase compared with recent years.

The focus on discount retail is particularly notable because it mirrors broader developments across the Canadian grocery sector. Loblaw Companies Ltd. continues to invest heavily in No Frills and Maxi, while Metro Inc. has expanded Food Basics and Super C. Across the industry, major grocery operators are increasingly directing investment toward formats that appeal to shoppers looking for lower prices and strong promotional offerings.

Pierre St-Laurent
Pierre St-Laurent

FreshCo and Mayrand Highlight the Strategy

Much of Empire’s planned expansion is expected to come through FreshCo, the company’s discount grocery banner.

FreshCo now operates more than 160 stores across Ontario and Western Canada and recently entered Atlantic Canada, where Empire opened three locations during fiscal 2026. Management believes there is still considerable room for expansion across multiple regions, particularly in markets where discount grocery remains underrepresented within its network.

The emphasis on FreshCo reflects a broader shift in the grocery industry. While conventional banners continue to play an important role, retailers increasingly see opportunities in formats that appeal to shoppers seeking competitive pricing, strong promotional programs and private-label products.

Empire’s recent acquisition of Québec-based Mayrand further reinforces that direction.

Mayrand operates four wholesale food stores in the Greater Montréal area and serves both consumers and foodservice customers. While relatively small compared with Empire’s core grocery business, the acquisition gives the company an entry point into Québec’s discount wholesale market.

Management indicated the business was attractive because of its expansion potential and limited overlap with existing banners.

Together, FreshCo and Mayrand illustrate how Empire is broadening its reach across multiple value-oriented retail segments rather than relying exclusively on traditional supermarket expansion.

Consumers Continue to Watch Their Spending

Empire’s expansion plans are being rolled out against a backdrop of continued consumer caution.

Although food inflation has moderated compared with the peak levels seen in recent years, management said shoppers remain highly engaged with promotions, loyalty offers and value-focused products.

At the same time, the company reported relatively stable customer behaviour during the fourth quarter. Basket sizes increased, shopping trips remained steady and sales growth was recorded across both discount and conventional banners.

That stability may be encouraging for grocers. While consumers continue to watch their spending, grocery remains one of the most resilient retail categories because it serves everyday needs.

Empire has also continued pushing back against supplier requests for fuel-related surcharges, arguing that additional increases would ultimately be passed on to shoppers.

“We know many customers remain stretched,” St-Laurent said.

The company’s ability to maintain sales growth while emphasizing competitive pricing suggests management believes consumers will continue looking for ways to manage household budgets even as broader inflation pressures ease.

Sobeys (Image: Nejmark Architect)

Strong Results Support Expansion Plans

Empire’s confidence in expanding its store network is supported by solid financial performance.

Fourth-quarter sales increased 2.2 per cent to $7.8 billion, while same-store sales rose 1.5 per cent. Net earnings climbed to $212 million, or 94 cents per share, compared with $173 million, or 74 cents per share, a year earlier.

The company reported sales increases across both discount and conventional grocery banners. For fiscal 2026, adjusted earnings per share increased 8.7 per cent. Management also highlighted continued progress in controlling operating costs and improving efficiency across the business.

Empire increased its quarterly dividend by 10.2 per cent and said it expects adjusted earnings per share growth in fiscal 2027 to be at the high end of its long-term target range.

Those results provide the company with flexibility to invest in new stores, technology initiatives and other strategic priorities while continuing to return capital to shareholders.

Pharmacy Becomes a Strategic Priority

While Empire’s discount expansion is attracting much of the attention, another theme emerged repeatedly during the company’s earnings call: pharmacy.

For years, Empire’s strategy centred on strengthening its grocery operations through store investments, supply chain improvements and digital initiatives. Management now appears increasingly focused on pharmacy as an additional platform for expansion.

The company currently operates more than 400 pharmacies through a combination of Lawtons Drug Stores and pharmacy locations within grocery stores. According to St-Laurent, the business received relatively limited strategic attention over the past several years as Empire focused on improving its core grocery operations.

That is beginning to change. Earlier this year, Empire elevated pharmacy leadership within the organization and signalled plans to devote greater resources to the business. Management sees opportunities to improve performance within the existing network, add pharmacies to new grocery developments and pursue selective acquisitions where appropriate.

“We see meaningful opportunity in that business,” St-Laurent said.

The company is also looking to extract greater value from investments already made in central-fill pharmacy operations. By automating portions of prescription processing, central-fill facilities can improve efficiency while allowing pharmacists to spend more time serving patients and providing healthcare services.

The emphasis on pharmacy reflects a broader trend across food retail. Grocers increasingly view pharmacies as a way to deepen customer relationships, increase shopping frequency and diversify revenue streams beyond traditional food sales.

For Empire, pharmacy appears poised to become an increasingly important component of its long-term strategy alongside discount grocery and wholesale food retailing.

Voilà by Sobeys and Voilà par IGA promises to help Canadians stay one step ahead of their busy lives, underscored by a new tag line “Your groceries delivered. Just like that.” (CNW Group/Empire Company Limited)

Repositioning E-Commerce for Profitability

Empire is also continuing to refine its approach to online grocery.

Earlier this year, the company closed its Alberta customer fulfilment centres following a strategic review of its e-commerce operations. The move came after Empire recorded a significant impairment related to its online grocery business and shifted its focus toward improving profitability.

The impact was visible in fourth-quarter results, with online sales growth slowing compared with some competitors.

Management, however, argued that the closures were part of a broader effort to improve the economics of the business rather than a retreat from e-commerce.

Partnerships with third-party providers including DoorDash, Instacart and Uber Eats are expected to play a larger role going forward. Empire said the national rollout of DoorDash has already produced encouraging results, while additional initiatives are expected later this year.

The shift reflects a growing recognition across the grocery industry that online growth alone is no longer enough. Retailers are increasingly focused on building digital businesses that can generate sustainable returns while complementing their physical store networks.

For Empire, e-commerce remains part of the strategy, but management appears determined to ensure future expansion comes with stronger economics than in the past.

A New Phase of Expansion

Empire’s latest results provide a snapshot of a company entering a different phase of its evolution.

Over the past decade, management focused heavily on strengthening the business through store renovations, supply chain modernization, digital investments and operational improvements. Those efforts helped improve profitability and establish a stronger foundation for future expansion.

Now, the conversation appears to be shifting. Rather than focusing primarily on transformation initiatives, Empire is increasingly talking about expansion. The company’s plans call for dozens of new stores, continued investment in discount grocery, expansion in pharmacy and a more disciplined approach to e-commerce. At the same time, the acquisition of Mayrand signals a willingness to pursue opportunities in adjacent retail segments when they align with the company’s broader strategy.

The common thread running through each of those initiatives is an emphasis on everyday essentials. Grocery, pharmacy and wholesale food distribution remain categories that consumers rely on regardless of broader economic conditions, even as spending patterns shift.

That approach reflects the reality of today’s retail environment. While inflation has eased and consumer confidence has improved from recent lows, price remains an important consideration for many Canadian households. Retail analyst and Agri-Food Analytics Lab Director Dr. Sylvain Charlebois has previously noted that grocery remains among the strongest segments of Canadian retail even as some discretionary retail categories face softer demand.

Empire’s decision to direct more than three-quarters of its planned store expansion toward discount banners suggests management believes those trends are likely to persist for years to come.

For the Canadian grocery industry, that may be the most important takeaway from the quarter. The competition for price-conscious shoppers is not slowing down. If anything, the country’s largest grocery retailers are committing more capital and resources to winning that customer.

Empire’s latest expansion plans indicate the company intends to be an active participant in that race.

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Alibaba.com data points to rise in solo founders as AI tools reshape startup landscape

AI25.Studio Studio photo
AI25.Studio Studio photo

Alibaba.com says new data from its global startup competition suggests artificial intelligence is accelerating the shift toward solo entrepreneurship, with a growing share of founders building businesses without teams.

The business-to-business e-commerce platform reported that 71 per cent of more than 15,000 applicants to its CoCreate Pitch competition identified as solo founders, up from 40 per cent a year earlier.

The figures point to a broader shift in how companies are being launched, with AI tools allowing entrepreneurs to operate with fewer resources and reduced reliance on specialized staff.

Of those solo founders, 89 per cent said AI tools are essential to their entrepreneurial efforts, helping them address gaps in areas such as industrial design, coding and marketing.

The company said the findings reflect the emergence of what it describes as an “agentic business” model, where AI systems take on tasks that previously required teams, lowering barriers to entry and allowing businesses to scale with leaner operations.

Adoption of AI tools among entrepreneurs appears to be widespread across age groups. More than 70 per cent of applicants reported using AI in building their businesses, with usage rates exceeding 80 per cent among Gen Z, millennials and Gen X founders.

The data comes as Alibaba.com prepares for the return of its CoCreate Pitch competition, which includes a prize pool of more than $1 million. The competition has attracted applicants from 132 countries, with finals scheduled in the United States and Europe later this year.

The company said this year’s competition reflects a shift tied to the introduction of Accio Work, an AI tool designed for small and medium-sized enterprises. According to Alibaba.com, the technology is contributing to changes in how businesses are conceived and launched.

Liz Wang
Liz Wang

“This year’s application trends show that AI is rewriting the rules of entrepreneurship and fueling the rise of one-person companies, making it possible for one person to accomplish in a single day what used to require multiple specialists,” said Liz Wang, Global Head of Commercial Strategy at Alibaba.com.

“We reduced the CoCreate Pitch application form to just six fields because AI can understand the depth behind even a simple pitch, instantly identifying pain points, logic and potential. This points to the future of agent-to-agent commerce, where AI can interact with suppliers, logistics providers and factories on a business owner’s behalf, helping small businesses compete and win in the next era.”

The company said the shift also reflects changing patterns in how entrepreneurs approach business creation. In the United States, nearly 35 per cent of applicants cited burnout from their current jobs as a reason for starting their own ventures.

Among U.S. applicants, 40.5 per cent had not secured a contract manufacturer but had already developed brand websites and 3D product renderings, indicating an emphasis on early-stage concept development supported by digital tools.

In the United Kingdom, the applicant pool included a notable share of professionals transitioning into entrepreneurship. Nearly 12 per cent of applicants work in healthcare, while 10 per cent are employed in engineering or technology and six per cent in finance or consulting.

Applicants from France and Germany showed a different focus, with 19 per cent of projects centred on environmentally friendly or sustainable products, according to the company.

The competition is divided into three categories: a general small and medium-sized enterprise track, a “0-to-1” startup track and a student track. The 0-to-1 category, which focuses on early-stage ideas developed using AI tools, accounts for 65 per cent of applications.

Alibaba.com said the structure reflects growing interest among founders in using AI to move from initial concept to product development and launch.

The finals for the competition are scheduled to take place during CoCreate 2026, with events planned in Los Angeles on Sept. 9–10 and in London on Nov. 19–20.

The company said the competition offers a view into how global trade may evolve as AI becomes more integrated into business operations, particularly in interactions between companies and suppliers.

“This points to the future of agent-to-agent commerce, where AI can interact with suppliers, logistics providers and factories on a business owner’s behalf, helping small businesses compete and win in the next era,” Wang said.

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Miik, Cheekbone Beauty to host joint live show supporting Indigenous education

Cheekbone Beauty photo
Cheekbone Beauty photo

Canadian clothing brand Miik says it is partnering with cosmetics company Cheekbone Beauty for a joint live shopping event later this month, combining product promotion with a commitment to fund Indigenous education.

The Toronto-based apparel company said the June 24 virtual broadcast will feature its “Made in Canada” sale alongside a live beauty presentation led by Cheekbone founder and chief executive Jenn Harper. The event will be streamed through Miik’s website and both companies’ social media platforms.

Jenn Harper
Jenn Harper

The collaboration brings together two woman-led businesses that say they share a focus on sustainability and community support, while also tying the initiative to a multi-year fundraising effort.

Central to the partnership is a continued commitment to Indspire, an Indigenous-led charity that supports education for First Nations, Inuit and Métis students. Miik said it will donate $10,000 from this year’s campaign to fund three scholarships through its Miik Foundation Award for Indigenous Women. The company noted this marks its fifth consecutive year directing a portion of proceeds from the annual sale to the organization.

The live show will include product showcases across different body types, as well as a beauty segment featuring application techniques. It also incorporates interactive elements aimed at engaging viewers during the broadcast.

Donna Smith
Donna Smith

“The best collaborations happen when you share a commitment to doing business better – but in uncertain economic times like these, it’s something much deeper,” said Donna Smith, founder of Miik Inc.

“Right now, we need to lift each other up, get creative, and actively collaborate with businesses that align with our core values. Your purchases don’t just support the Canadian economy; they directly fuel women-owned businesses that refuse to compromise on their mission. We are so proud to partner with Jenn at Cheekbone Beauty to show what values-driven commerce can look like. Our live shows have always been a fan-favourite tradition for our community, but bringing our two brands together on screen completely elevates the experience. This isn’t just a partnership; it’s a masterclass in women supporting women when it matters most.”

Miik manufactures its clothing in Toronto using custom-milled fabrics, while Cheekbone Beauty positions itself as a clean cosmetics brand with a focus on environmentally conscious production and Indigenous representation in the beauty sector.

As part of the campaign, the companies are also offering two promotional giveaways tied to the event. One prize, open nationwide, includes a $500 Miik digital gift card and a Cheekbone Beauty complexion kit valued at more than $500. A second prize, limited to the Greater Toronto Area, includes the same package along with an invitation to attend the live broadcast in studio and receive an on-camera makeover with the founders.

The companies say the initiative is intended to combine commercial activity with community impact, using the live show format to highlight their products while supporting a charitable cause tied to education.

The broadcast is scheduled for 8 p.m. ET on June 24.

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AI increasingly shaping Canadians’ purchasing decisions, National Bank survey suggests

Kindel Media photo
Kindel Media photo

A growing number of Canadians are turning to artificial intelligence to guide what they buy, with a new survey suggesting the technology is becoming embedded in consumer decision-making.

The Léger survey, conducted in June on behalf of  National Bank of Canada, found that 39 per cent of Canadians have used generative AI tools to support a purchasing decision in the past year.

The findings point to a shift in how consumers approach spending, with AI tools now influencing a range of everyday and more complex decisions, including purchases, travel planning and personal finances.

Among those who use AI, the survey suggests the technology is being applied broadly. Respondents reported using AI for health and wellness questions (36 per cent), food and recipes (32 per cent), purchasing products or services (31 per cent), travel (28 per cent), entertainment (24 per cent) and personal finances (23 per cent).

The results also indicate that many users see practical benefits. Eighty per cent said AI tools help them better compare options, while 57 per cent said the technology helps them save money.

At the same time, the survey suggests some caution among users. Twenty-eight per cent reported regretting a purchase recommended by AI, while 23 per cent said the technology has encouraged them to spend more. A majority, 61 per cent, said AI has more influence on their purchasing decisions than advertising.

Pierre Dufour
Pierre Dufour

Pierre Dufour, senior vice-president of strategy and client experience at National Bank, said the findings reflect how quickly the technology is being adopted.

“These results show that AI is quickly becoming second nature for Canadians. With our survey on AI usage, we wanted to better understand how Canadians are using new technologies to make a range of important life decisions — whether it’s everyday purchases or larger, more complex projects. This is where human expertise makes a real difference — whether from a financial advisor or a business owner — by understanding clients and their goals to deliver guidance that leads to decisions truly aligned with their needs and objectives.”

The survey also highlights regional differences in adoption. Quebec reported the highest usage rate, with 45 per cent of respondents saying they had used AI to support a purchasing decision, followed by Ontario at 41 per cent. Atlantic Canada stood at 35 per cent, while Alberta and British Columbia each reported 34 per cent. Manitoba and Saskatchewan had the lowest reported usage at 28 per cent.

Age also appears to play a role in how significantly AI influences purchasing behaviour. Among users aged 18 to 34, 56 per cent said AI has a moderate to significant impact on their purchasing decisions. That compares with 45 per cent of those aged 35 to 54 and 37 per cent among those aged 55 and over.

Overall, 47 per cent of AI users said the technology has a moderate to significant influence on their purchasing decisions, while 53 per cent said it has little or no impact.

The survey was conducted online between June 5 and 7 among 1,518 Canadians aged 18 and older. Results were weighted to reflect the population by age, gender, region, mother tongue, education and presence of children in the household.

National Bank of Canada reported assets of $618 billion as of April 30, 2026, and employs approximately 35,000 people across its operations.

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Uncertainty outweighing tariffs as top concern for cross-border trade: Purolator survey

Artem Podrez photo
Artem Podrez photo

New research commissioned by Purolator Inc. suggests uncertainty around trade policy and cross-border requirements is having a greater impact on North American businesses than tariffs themselves, as companies prepare for a key continental trade agreement review.

The survey of supply chain and logistics decision-makers in Canada and the United States points to growing strain on business planning, pricing and operations ahead of the July 2026 review of the Canada-United States-Mexico Agreement, also known as CUSMA or USMCA.

The findings highlight a shift in how companies are assessing trade-related risks, with unpredictability emerging as a more difficult challenge than the direct financial costs of tariffs. While tariffs continue to affect revenues, businesses report that changing rules and unclear conditions are complicating decision-making and long-term planning.

The full report, The Burden of Uncertainty: How North American Businesses are Shaping Their Response to Tariffs and What Trade Volatility Really Costs, is based on responses from 348 decision-makers across retail, technology, healthcare and industrial sectors, along with 41 in-depth interviews. It provides a snapshot of how companies are navigating trade volatility and preparing — or not — for potential changes to cross-border rules.

Brett Huttman
Brett Huttman

“The upcoming CUSMA / USMCA review is a critical moment for cross-border trade, yet many businesses are still reacting rather than preparing. What we see in the data is a readiness gap. Shippers need clear information and practical options they can use now, especially when decisions can’t wait for perfect clarity,” said Brett Huttman, vice-president of strategy, marketing and communications at Purolator.

According to the report, businesses are already experiencing measurable financial impacts from tariffs. On average, respondents said tariffs have reduced revenues by 23 per cent. Canadian companies estimated average annual losses of $661,000, while U.S. businesses reported average losses of $710,000.

Despite those figures, the report suggests financial costs alone are not the primary concern for many companies. Instead, uncertainty tied to evolving trade policies and compliance requirements is proving harder to manage.

The survey indicates most businesses have taken steps to respond to tariff pressures, but many remain unprepared for further disruption. While 93 per cent of respondents said they have made operational changes, only 39 per cent reported being fully prepared to implement additional measures if conditions worsen.

The findings also point to differences in how supported companies feel by their logistics partners. Just 16 per cent of Canadian shippers described themselves as “very supported,” compared with 30 per cent of U.S. respondents.

That gap underscores broader concerns about access to guidance and operational flexibility as companies adjust to shifting trade conditions.

“When uncertainty is high, businesses are looking for a partner that can provide expertise and capability at scale. Experience, reach and reliability matter most when shippers are asked to reroute freight, reassess suppliers or change plans with limited notice,” Huttman said.

The report suggests that many companies continue to respond tactically rather than strategically, even as the upcoming CUSMA review could shape trade conditions across North America for years.

Purolator photo
Purolator photo

Among the steps outlined in the report to help businesses navigate the next year are strengthening compliance with CUSMA rules, assessing exposure to tariffs, diversifying supplier networks and working more closely with logistics providers that can offer trade guidance.

The findings point to a broader challenge for businesses operating across borders: balancing immediate operational pressures with the need for longer-term planning in an environment where key variables remain in flux.

With the CUSMA review approaching, the report suggests companies may need to accelerate preparations to manage both the direct costs of tariffs and the less predictable effects of policy changes.

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Factor Meals accelerates nationwide expansion with new “state-of-the-art” Distribution Centre in Calgary

Factor Meals photo
Factor Meals photo

Factor Meals, Canada’s leading ready to eat meal brand, has opened a new 50,000-square-foot kitchen and distribution centre in Calgary, saying the “state-of-the-art facility” establishes localized production in Western Canada, serving as a milestone in unlocking nationwide delivery for the brand this Fall.

Initially launched in 2022 to serve Ontario, Quebec, and the Maritimes, the Calgary expansion allows Factor Meals to seamlessly scale its dietitian-approved, chef-crafted meal deliveries from coast to coast, said the company.

“Activating our Calgary kitchen is a critical piece of the puzzle for Factor Meals in Canada,” said Ian Brooks, CEO of HelloFresh Canada, Factor Meals’ parent company. “This facility positions us to achieve national service in the coming months, bringing fresh, nutritious, and convenient meals to millions of new households across the Western provinces.”

The company said the facility represents a major economic investment in the region, creating 400 new jobs across production, logistics, and management. The launch was supported by $3.6 million in provincial and federal funding, including $2.3 million from an Alberta Agri-Processing Investment Tax Credit (APITC) and $1.3 million from a Sustainable Canadian Agriculture Partnership (SCAP) grant.

Ian Brooks
Ian Brooks

The company said the facility will also integrate deeply with the regional agricultural supply chain, utilizing provincial incentives to advance the Province’s agricultural sector.

“With 400 new roles, this facility allows us to work closely with local suppliers while delivering fresh meals directly to customers’ doorsteps across Western Canada,” said Kevin Marban, General Manager of Factor Meals. “We’re incredibly grateful for the partnership with the city and the Province and look forward to continuing to support the local community.”

Kevin Marban
Kevin Marban

The company said the facility operates as a large-scale commercial kitchen and production site designed to prepare high-quality meals fresh daily.

“Built to support premium flavour development, freshness, and strict food safety, the infrastructure includes advanced industrial ovens, grills, braisers, and blast-chilling capabilities. To seamlessly manage the supply chain from raw ingredients to final fulfillment, the site features extensive commercial-scale warehouse space with dedicated receiving docks for fresh-cut produce and proteins. The operation utilizes multiple temperature-controlled zones and ambient storage to maintain strict cold-chain integrity,” it noted.

Factor Meals said it is also establishing local food rescue initiatives to distribute surplus ingredients and meals to residents experiencing food insecurity. The brand has partnered with Second Harvest nationally, alongside local organizations including the Calgary Food Bank and the Community Kitchen Program of Calgary.

Factor Meals image
Factor Meals image
Tara Sawyer
Tara Sawyer

Tara Sawyer, Alberta Minister of Agriculture and Irrigation, said: “Factor Meals’ new facility is a prime example of how Alberta is attracting major investment in value-added processing. The Agri-Processing Investment Tax Credit and the Sustainable Canadian Agriculture Partnership help companies establish and grow in our province while taking advantage of some of the best agricultural inputs in the world. Investments like this support local farmers, strengthen our ag sector and help meet the growing demand for high-quality agri-food products.”

Keith Bradley
Keith Bradley

“Factor Meals’ investment underscores the growing strength of Alberta’s integrated supply chain–from locally produced ingredients to advanced food processing and distribution. By choosing Alberta as a base for their Western Canada operations, HelloFresh and Factor are helping improve access to high-quality, affordable food options for consumers across the region. Invest Alberta is pleased to support companies making meaningful, lasting investments that connect our agricultural strengths with innovative food solutions and deliver tangible benefits to households,” said Invest Alberta, Acting CEO, Keith Bradley.

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WeCook launches nationwide delivery with expansion into six new Canadian markets

WeCook photo
WeCook photo

WeCook, Canada’s #1 ready-to-eat meal delivery service, is bringing its chef-crafted meals to Winnipeg, Saskatoon, Regina, Edmonton, Calgary, and Vancouver. 

The expansion significantly broadens WeCook’s national footprint, building on its established presence in Ontario, Quebec, and the Maritimes with the addition of six new markets across Western Canada. It marks a major milestone in the company’s mission to make chef-crafted, ready-to-enjoy meals accessible to Canadians from coast to coast, said the company.

“At WeCook, we’ve spent over a decade obsessing over what ready-to-eat food can truly be and we’ve raised the bar for what Canadians should expect from it,” said Michel Gagné, CEO of WeCook. “This expansion will allow us to share that passion, that culinary expertise, and that uncompromising standard with millions more Canadians. We couldn’t be prouder of the moment we’re in.”

Michel Gagné
Michel Gagné

Customers in the metro areas of Winnipeg, Saskatoon, Regina, Edmonton, Calgary, and Vancouver can now order individual and family-size meals from wecookmeals.ca. The service offers a weekly selection of 15 chef-curated meals, developed under the direction of Executive Chef Gabriel Drapeau and delivered fresh to customers’ doors.

Founded in Montreal in 2013, the company said it has strategically expanded its business through initiatives such as the launch of WeCook for Business, high-impact brand ambassador partnerships, ongoing product innovation, and the introduction of retail offerings. 

“Together, these initiatives have created new ways for Canadians to experience the brand, while WeCook’s entry into six new Western Canadian markets further extends the reach of its direct-to-consumer delivery service,” it said.

WeCook photo
WeCook photo

The company said the expansion follows a period of rapid growth. It has grown by more than 1,000% since 2020, created over 600 jobs, and now delivers more than four million meals annually.

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FIFA World Cup boosts brand opportunities in Toronto and Vancouver through out-of-home Advertising

Vistar Media image
Vistar Media image

As excitement builds for the FIFA World Cup, Toronto and Vancouver have been welcoming soccer fans from around the world. Beyond the matches themselves, the tournament is transforming both cities into month-long hubs of activity, with fans gathering in downtown cores, bars, restaurants and public viewing events as well as passing through transit stations, highways and airports.  

This influx of people is creating a major opportunity for brands looking to reach large crowds, even without paying the steep costs associated with official FIFA sponsorships. Instead, many are focusing on the places fans will naturally spend time before and after games. As a result, out-of-home advertising is one of the most visible ways brands can tie themselves to the excitement surrounding the tournament – which also has an economic impact on the host city. 

The reach potential for brands is high. Vancouver is anticipating approximately 350,000 spectators, while the city’s FIFA Fan Festival is expected to welcome up to 25,000 visitors at a time over 28 days of programming. Toronto is expecting 270,000 spectators across its six matches with the city’s FIFA Fan Festival projected to attract up to 20,000 visitors per day over 22-days. 

Scott Mitchell, Managing Director, Canada at Vistar Media, talks to Retail Insider about how brands are capitalizing on the World Cup moment without official sponsorship status.

Scott Mitchell
Scott Mitchell

Question: The FIFA World Cup is expected to bring hundreds of thousands of visitors to Toronto and Vancouver. What opportunities does that create for brands?

Answer: The World Cup creates a unique environment where audiences are highly engaged, emotionally invested, and exploring cities in ways they normally wouldn’t. Fans aren’t just attending matches, they’re spending time at fan festivals, restaurants, bars, transit hubs, airports, and entertainment districts. For brands, that opens up countless opportunities to connect with consumers throughout their day.

What’s particularly interesting is that these visitors arrive with a shared sense of excitement and anticipation. Brands that understand where fans are moving throughout the city can reach them in moments of high engagement, whether they’re heading to a match, gathering at a fan festival, or exploring local neighbourhoods.

Q: Not every company can afford to be an official FIFA sponsor. How are brands capitalizing on the World Cup without having official sponsorship status?

A: One of the advantages of out-of-home advertising is that it allows brands to participate in cultural moments without needing official sponsorship rights. Rather than focusing on the event itself, marketers can focus on the audience and the environments surrounding it.

We’re seeing brands activate around fan zones, entertainment districts, transportation corridors, and hospitality venues where supporters naturally spend their time. By understanding where attention will be concentrated, brands can establish a meaningful presence and then get clever with their creative to align with the sport holistically rather than the tournament – all without official sponsorship rights.

Vistar Media image
Vistar Media image

Q: How are brands using out-of-home advertising around stadiums and fan zones during major sporting events like the World Cup?

A: Location has always been important in out-of-home advertising, but programmatic technology has made it far more strategic. Campaigns can be optimized based on audience movement, venue proximity and changing traffic patterns throughout the event. Today, brands can identify high-traffic fan environments to activate campaigns that align with fan activity throughout the city.

The most effective campaigns think beyond game time. Fans are planning where they’ll meet before matches, where they’ll celebrate afterward, and how they’ll navigate the city in between. Brands that understand those patterns can deliver messaging that feels timely and useful throughout the tournament.

Q: How is technology changing the way brands engage with fans during live sporting events?

A: Technology is transforming out-of-home from a static medium into a highly responsive channel. Advertisers can now update creative in real time based on factors like game outcomes, weather conditions, audience behaviour, or time of day.

That flexibility is especially valuable during major sporting events because fan sentiment can shift instantly. A dramatic win, an upset, or a standout performance can quickly dominate conversation, and brands now have the ability to adapt their messaging accordingly.

The result is advertising that feels more immediate and connected to what’s happening in real time. Instead of delivering the same message throughout a campaign, brands can respond dynamically as attention and conversation evolve.

Q: What are some of the most creative ways you’ve seen brands align themselves with sports fandom?

A: The strongest campaigns tap into the emotions and rituals that surround sports rather than focusing solely on the competition itself. Fans travel together, celebrate together, and create traditions around major tournaments.

Successful brands find ways to participate in those cultural behaviours. A good example is Vistar Media’s own Olympic medal-triggered campaign, which dynamically activated out-of-home ads in response to medal wins; this showed how brands could connect with fans during moments of peak excitement and national pride.

The common thread for successful campaigns on this front is credibility. Sports fans are incredibly passionate and can quickly recognize when a brand is simply chasing attention. The campaigns that resonate most are the ones that contribute something meaningful to the conversation.

A: Do events like the FIFA World Cup change the way brands think about media strategy?

A: Absolutely. Large-scale global events demonstrate the value of reaching audiences in physical environments during periods of heightened engagement. As consumers become increasingly fragmented across digital channels, major live events create rare opportunities to capture concentrated attention.

For marketers, that shifts the conversation from simply reaching people to reaching them in the right context. The environment, the occasion, and the mindset of the audience become just as important as the message itself.

We’re seeing more brands adopt that mindset and explore how data, location intelligence, and creative flexibility can work together to build campaigns that deliver scale without sacrificing relevance. 

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Adyen selected to provide payments technology for Aritzia

Aritzia at CF Toronto Eaton Centre in Toronto. Photo: Aritzia

Adyen, the global financial technology platform of choice for leading businesses, announced it has been selected to support payments for Aritzia

Founded in Canada, the fashion retailer operates boutiques and digital commerce platforms with 140 locations across North America. Through this partnership, Adyen said it will process transactions in the retailer’s physical locations, North American websites, and within its recently launched mobile app, supporting consistent payment experiences across channels. 

“Payments are a foundational part of our retail and digital operations,” said Elisse Shank, Senior Director, Omni at Aritzia. “Adyen provides the platform to consistently support our in-store and app transactions across channels.”

Sander Meijers
Sander Meijers

“We are pleased to partner with Aritzia, a Canadian brand with a strong retail and digital presence,” said Sander Meijers, Canada Country Manager at Adyen.

“Across in-store and app experiences, Adyen’s technology supports payments that are designed to be seamless and reliable, complementing Aritzia’s focus on delivering a consistent, elevated brand experience.” 

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Adyen photo
Adyen photo